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毕业论文（设计）
学 院
(School (College))

专 业
(Major) BBA

班 级
(Class)

学 号
(Student No.)

姓 名
(Student Name) Suffyan Muhammad

指导教师
(Supervisor) Liao Rong

职 称
(Title) Smart Practices to Increase Motivation Among
Employees
成 绩
(Score)

日 期 ——
(Date) 2023

云南工商学院
Yunnan Technology and Business University
20 年 月
Smart Practices to Increase Motivation Among Employees
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Suffyan Muhammad

[A Thesis/An Independent Study] Submitted in Partial Fulfillment of the Requirements For the
Degree of BBA in [Major]
Graduate School Yunnan Technology and Business University
2023
YTBU. GS. [Academic Year] -[Program Code] - [Code Type of IS or Thesis]
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I hereby acknowledge that the thesis submitted is a product of my own

independent research under the supervision of my supervisor, and that all the

data, statistics, pictures and materials are reliable and trustworthy, and that all

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Title “[Smart Practices to Increase Motivation Among Employees]”

Advisor " [Academic Rank, Advisor’s name, Ph.D.]"
Co- Advisor (if any) "[ Academic Rank, Advisor’s name]"
Co- Advisor (if any) "[ Academic Rank, Advisor’s name]"
Co- Advisor (if any) "[ Academic Rank, Advisor’s name]"
Name “[Suffyan Muhammad]”

Degree “[BBA]”
Academic Year “[2023]”

Abstract
Employee motivation is critical to the success of organisations. The ability to motivate
employees can lead to higher job satisfaction, increased productivity, and better overall
organisational performance. This study aims to investigate the role of smart practices in
enhancing employee motivation, focusing on the impact of organisational culture, leadership
styles, and non-monetary incentives. To achieve the research objective, a mixed-methods
research approach was employed, using both quantitative and qualitative data collected
through an online survey and semi-structured interviews. A total of 30 participants from
various industries, organisational sizes, and job roles were selected as respondents for this
study. The results of the study demonstrate that positive organisational culture, effective
leadership styles, particularly transformational leadership, and non-monetary incentives
significantly contribute to increased employee motivation. The study findings provide
valuable insights for organisations seeking to implement smart practices to foster employee
motivation. The study suggests that organisations should focus on fostering a supportive
organisational culture, adopting transformational leadership styles, implementing effective
non-monetary incentives, and regularly assessing and adapting smart practices based on
employee feedback and changing organisational needs. The study has practical implications
for organisations looking to improve their employee motivation. The recommendations
provided in this study can be useful for organisations in various industries and sizes to
improve their employee motivation and ultimately achieve better organisational outcomes.
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This study's findings can also serve as a foundation for further research in the field of
employee motivation and smart practices.

Keywords: motivation, employees, incentives, people-oriented management, employee

training, innovative thinking, enthusiasm, initiative, creativity, self-realisation, respect,
productivity.
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Acknowledgements
" Appreciation message for your supporters in conducting research"

I want to express my sincere gratitude to all those who have supported me throughout the
research process. Firstly, I would like to thank [grant source] for providing funding for this
[independent study/thesis]. I would also like to acknowledge the valuable contributions made
by my examining chairman, [Chairman's name], and my committee members, [Committees'
name], whose guidance and feedback helped me shape my research meaningfully. I am also
grateful to [Expert Name] for their expertise in validating my research tool, which greatly
improved the quality of my data. Lastly, I thank [Supporter Name] for their unwavering
support throughout the research process. Once again, thank you to all those who have
contributed to the success of this research project.

Author Name
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List of Tables
Table Page
Table 1. Age of the Respondents
Table 2. What is your Gender
Table 3. Respondents Job Role
Table 4. Length of Employment
Table 5. Effectiveness of smart practices in the organisation
Table 6. leadership style of your immediate supervisor
Table 7. Implementation of smart practices in my organization
Table 8. Organizational culture and leadership style
Table 9. Importance of non-monetary incentives in enhancing motivation
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List of Figures

Figure Page
Figure 1. What is your Age…………………………………………………………………………………………………31
Figure 2. What is your Gender…………………………………………………………………………………………..31
Figure 3. Job Role Respondents…………………………………………………………………………………………32
Figure 4. Length of Employment………………………………………………………………………………………..33
Figure 5. Effectiveness of smart practices in the organisation……………………………………………34
Figure 6. leadership style of your immediate supervisor……………………………………………………35
Figure 7. Percentage of Respondents………………………………………………………………………………..36
Figure 8. Culture and leadership style……………………………………………………………………………….37
Figure 9. Nnon-monetary incentives………………………………………………………………………………….38
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Table of Contents
Abstract......................................................................................................................................4
Acknowledgements....................................................................................................................6
Chapter 1..................................................................................................................................11
Introduction..............................................................................................................................11
1.1 Background..........................................................................................................................11
1.2 Importance of your study..........................................................................................................11
1.3 Research Objectives:..................................................................................................................12
1.4 Hypothesis:................................................................................................................................12
1.5 Scope of Research:.....................................................................................................................12
1.6 Research Contribution:..............................................................................................................13
1.7 Thesis outline.............................................................................................................................14
Chapter 2..................................................................................................................................15
Literature Review.....................................................................................................................15
2.1 Theoretical foundations of employee motivation......................................................................15
2.2 Understanding Achievement Motivation Theory.......................................................................15
2.3 Self-motivation..........................................................................................................................16
2.4 Leadership and its impact on employee enthusiasm.................................................................16
2.5 The role of workplace culture and colleagues...........................................................................17
2.6 Work incentives and employee motivation...............................................................................17
2.7 The importance of the nature of work itself..............................................................................17
2.8 Research Framework for Increasing Employee Motivation.......................................................18
2.9 Disseminating findings and recommendations..........................................................................19
2.10 Cultivating leadership qualities................................................................................................19
2.11 Developing leadership temperament......................................................................................19
2.12 The Impact of Charisma and Social Skills on Interpersonal Effectiveness and Attraction........21
2.13 Developing Charisma and Leadership: The Role of Social Skills and Training Programs".........21
2.14 Creating a Positive Working Atmosphere: The Role of People, Culture, and Management Style
.........................................................................................................................................................22
2.15 Balancing Material and Spiritual Motivation: Strategies for Effective Employee Engagement 24
Chapter 3..................................................................................................................................26
Methodology............................................................................................................................26
3.1 Introduction...............................................................................................................................26
3.2 Research Design.........................................................................................................................26
3.3 Quantitative Research...............................................................................................................26
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3.4 Qualitative Research..................................................................................................................26

3.5 Sampling....................................................................................................................................27
3.6 Data Collection..........................................................................................................................27
3.7 Data Analysis.............................................................................................................................27
3.8 Ethical Considerations...............................................................................................................27
Chapter 4..................................................................................................................................28
Findings....................................................................................................................................28
4.1 Introduction...............................................................................................................................28
4.2 Organisational Culture...............................................................................................................28
4.3 Leadership Styles.......................................................................................................................28
4.4 Non-monetary Incentives..........................................................................................................28
Chapter 5..................................................................................................................................37
Discussion................................................................................................................................37
5.1 Introduction...............................................................................................................................37
5.2 Hypotheses and Results.............................................................................................................37
5.3 Survey Results............................................................................................................................38
5.4 Interview Results.......................................................................................................................39
Chapter 6..................................................................................................................................40
Conclusion and Recommendation............................................................................................40
6.1 Conclusion.................................................................................................................................40
6.2 Recommendations.....................................................................................................................40
6.3 Future Research Directions........................................................................................................41
References................................................................................................................................42
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Chapter 1

Introduction

1.1 Background

With the development of modern personnel theory and the formation of modern
management concept system, people rank first among all major resources as the most
important factor of productivity (Abdel-Basset et al., 2021). People have personal initiative
and the ability to use other resources, and they are resources that can create wealth. This is
the core of corporate culture. Suppose a modern enterprise wants to remain invincible in the
fierce competition and maintain a permanent attraction to talents. In that case, it should
correctly induce the work motivation of employees through a practical and feasible incentive
mechanism so that they can achieve organisational goals while achieving organisational goals
(Abdullah et al., 2021). To meet their needs and increase their satisfaction so that their
enthusiasm and creativity can be maintained and developed. Establishing an incentive
mechanism suitable for the enterprise itself will have a profound impact on the enterprise.
Effective incentives can stimulate and mobilise the enthusiasm of employees, urge employees
to make unremitting efforts to achieve corporate goals and ensure that the enterprise is always
full of vigor and vitality.

1.2 Importance of your study.

In today's fast-paced and competitive business environment, effective human resource

management is essential for an organisation's success. One crucial aspect of human resources
management is employee motivation, which directly impacts productivity, employee
retention, and overall organisational performance. Despite its significance, many leaders in
the business world struggle to maintain high levels of motivation and enthusiasm among their
workforce. For decades, employee motivation has been a subject of interest for researchers
and practitioners alike (Aburumman et al., 2020). The relationship between motivation and
job performance has been well-established, leading to various motivational theories and
practices to enhance employee engagement and satisfaction. However, as the business
landscape evolves, so does the need for innovative and adaptable motivational strategies.
Previous research on employee motivation has explored numerous factors contributing to an
individual's enthusiasm for work. These studies have examined the effects of leadership
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styles, organisational culture, compensation, and other intrinsic and extrinsic factors on
employee motivation. The impact of contemporary trends, such as remote work and flexible
working arrangements, on motivation, has also been investigated. Despite extensive research,
there is still a lack of understanding regarding how leaders can consistently and effectively
foster employee motivation in the ever-changing business environment (Ahmed et al., 2021).
This raises the question: Given the dynamic nature of organisational settings today, what are
the most adaptable strategies for increasing employee motivation that can be applied across
different industries and organisational sizes?? In this study, we will explore the current
challenges leaders face in maintaining employee motivation and propose smart practices that
can help improve motivation levels in the workplace. We will analyse existing motivational
theories and practices and combine them with insights from current business trends to
develop a comprehensive set of recommendations for leaders seeking to enhance employee
motivation.

1.3 Research Objectives:

1. How do different strategies and approaches impact employee motivation in various

organisational settings, and what are the most effective ways to enhance employee
motivation
2. To analyse the relationship between organisational culture and leadership styles and
their influence on the success of smart practices in increasing employee motivation.
3. To examine the role of non-monetary incentives in enhancing employee motivation
and performance and assess their potential as a component of smart practices

1.4 Hypothesis:

H1: The implementation of smart practices will result in a significant increase in employee
motivation.

H2: Organisational culture and leadership styles will positively influence the effectiveness of
smart practices in increasing motivation.

H3: Non-monetary incentives will positively impact employee motivation and performance.

1.5 Scope of Research:

The scope of this research will include the following:

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A comprehensive review of current literature on employee motivation, organisational

culture, and leadership styles focuses on understanding the interplay among these factors and
their impact on employee motivation. This review will delve into the existing research and
theories to establish a solid foundation for understanding the dynamics of employee
motivation. 2. A detailed comparative analysis of various smart practices adopted by high-
performing organisations to boost employee motivation will be conducted to identify
patterns, trends, and successful strategies (Alatailat et al., 2019). This analysis will help
uncover the most effective practices and highlight the key factors contributing to their
success. 3. Additionally, the research will examine the role of non-monetary incentives in
enhancing employee motivation and performance, providing insight into their potential as an
essential component of smart practices. Through case studies of organisations that have
successfully implemented these practices, the research will offer practical, real-world
examples of how smart practices can increase employee motivation (AlKahtani et al., 2021).
Finally, primary data will be collected through surveys or interviews with employees and
managers, allowing for a deeper understanding of the effectiveness of smart practices in
various organisational settings and shedding light on the practical implications of these
practices for different industries and work environments.

1.6 Research Contribution:

This research will contribute to the existing body of knowledge in the following ways:

1. To increase employee motivation, provide a comprehensive review of existing

literature and identify gaps in the current understanding of smart practices.

2. Develop a theoretical framework that integrates key factors affecting employee

motivation and offers guidance on effectively implementing smart practices.

3. Present empirical evidence on the effectiveness of various smart practices and their
impact on employee motivation and performance.

4. Offer practical recommendations for organisations seeking to improve employee

motivation by adopting smart practices.

5. Contribute to the ongoing debate on the role of non-monetary incentives in enhancing

employee motivation and performance.
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1.7 Thesis outline

The paper will be structured as follows: Section 1 will provide an overview of the current
state of employee motivation research and its importance. Section 2 will present a literature
review of relevant motivational theories and practices, highlighting their merits and
limitations. Section 3 will identify the gaps in existing research and propose new approaches
for enhancing employee motivation. Section 4 will offer practical recommendations for
leaders based on the research findings, followed by a conclusion summarising the key
insights and potential future research directions.
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Chapter 2

Literature Review

2.1 Theoretical foundations of employee motivation

Understanding the factors influencing employee enthusiasm is crucial for developing
effective motivational strategies. In this section, we will analyse internal and external factors
that impact employee motivation and connect them to our thesis on discovering smart
practices to increase employee motivation (Alnuaimi et al., 2021). Achievement Motivation
Theory, developed by David McClelland, is a relevant psychological theory focusing on the
need for achievement as a primary driver of human behavior. By understanding and
leveraging this theory, organisations can create an environment that fosters achievement
motivation among their employees, ultimately enhancing their enthusiasm and performance.

2.2 Understanding Achievement Motivation Theory

McClelland's Achievement Motivation Theory suggests that individuals need achievement,
which is the desire to accomplish challenging tasks, overcome obstacles, and excel in their
work. This need varies among individuals, with some being more driven by achievement than
others. The theory posits that individuals with a high need for achievement are more likely to
be motivated, persistent, and dedicated to their tasks. Employees with high self-efficacy
believe in their abilities to perform well in their jobs, leading to increased motivation.
Training, support, and opportunities for skill development can help boost employee self-
efficacy and enhance motivation (Alshurideh et al., 2022). Albert Bandura's Self-Efficacy
Theory plays a significant role in understanding employee motivation. This theory
emphasises the importance of an individual's belief in their capabilities to achieve desired
outcomes. By fostering self-efficacy among employees, organisations can positively impact
their motivation, job satisfaction, and performance. Self-efficacy is an individual's belief in
their ability to execute the actions required to achieve specific goals. According to Bandura,
self-efficacy is influenced by four main sources: mastery experiences, vicarious experiences,
social persuasion, and physiological and emotional states (Ansari et al., 2021). Employees
with high self-efficacy are likelier to approach challenges confidently, persist in facing
obstacles, and invest effort in their tasks.
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2.3 Self-motivation
Self-motivation is critical in sustaining employee motivation and enthusiasm in the
workplace. It involves an individual's drive to take the initiative, set goals, and persist in
achieving them without external pressure or rewards. Organisations can help employees
maintain enthusiasm even in challenging situations by creating an environment that fosters
self-motivation. Self-motivation is the innate drive to engage in activities that are personally
meaningful and enjoyable (Bahta et al., 2021). Personal values, interests, and goals influence
it. Self-motivated employees are more likely to exhibit higher job satisfaction, commitment,
and performance levels. Goal setting: Encourage employees to set challenging but achievable
goals for themselves. This can help them stay focused on their tasks and foster a sense of
accomplishment when they achieve their objectives. Regular feedback: Providing
constructive feedback on employee performance can help them identify areas for
improvement and set new goals for personal growth. Opportunities for personal development:
Offer employees opportunities for professional growth, such as training programs,
workshops, and seminars. This improves their skills and demonstrates the organisation's
investment in their development, leading to increased motivation. In addition, providing
opportunities for employees to take on new challenges or responsibilities can help foster a
sense of ownership and self-motivation. Recognising and rewarding employees for their
achievements and contributions can also increase their motivation and enthusiasm. It is
important to note that self-motivation cannot be forced or imposed on employees. Rather, it is
a mindset that needs to be cultivated and nurtured over time (Barreiro and Treglown, 2020).
Organisations can help employees develop and maintain their self-motivation by creating a
positive and supportive work environment, leading to higher engagement, job satisfaction,
and performance.

2.4 Leadership and its impact on employee enthusiasm

Leaders play a critical role in shaping employee motivation. Adopting a supportive and
empowering leadership style that recognises and values employees' efforts can significantly
impact their enthusiasm for work. The boss is the source of the employee's work instructions
and the main evaluator of the employee's work performance (Bednar and Welch, 2020). The
interaction between the boss and the employee greatly impacts the employee's work attitude.
What kind of leadership style can effectively improve the enthusiasm of employees?
Taiwanese organisational sociology scholars have shown in their research on Chinese
enterprises that many enterprises use the family as a metaphor for the enterprise. Through
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pan-familiarisation, traditional family ethics or role relationships will be generalised to

groups or organisations outside the family. Organisations and leaders play the role of parents
in the enterprise, requiring leaders to treat subordinates fairly and justly. At the same time,
psychological research believes that leaders are keenly aware of the emotional state of
followers and understand and appropriately meet the needs of followers, which is an
important factor to improve followers' enthusiasm effectively (Benotsmane et al., 2019).

2.5 The role of workplace culture and colleagues

Positive interpersonal relationships among colleagues can greatly improve employee
motivation. Promoting team collaboration, open communication, and a supportive work
environment can foster a sense of belonging and increase enthusiasm (Bhatti et al., 2021).
Chinese people have always paid attention to "time", "geography", and "harmony of people"
in doing things, among which "harmony of people" is the most important factor. The
influence of cultural traditions and decades of "unit system" has made employees attach great
importance to interpersonal relationships at work, hoping to be accepted and integrated into
them. Good interpersonal interaction and working atmosphere among colleagues will greatly
improve employees' sense of belonging and then mobilise employees' enthusiasm for work.

2.6 Work incentives and employee motivation

Undoubtedly, appropriate incentives play a role that cannot be ignored in improving
employees' work enthusiasm. Incentives can be divided into rewards and punishments and
material and spiritual incentives from different dimensions. It is worth noting that the premise
of incentives is whether employees are regarded as "economical people" or "social people".
Due to the different premise assumptions, there will be differences in incentive methods and
means (Bougie and Sekaran, 2019). If employees are regarded as "economic persons",
incentives will focus on material aspects; if employees are assumed to be "social persons",
appropriate spiritual incentives will also be given to employees while material incentives are
given. Incentives, both material and non-material, can significantly influence employee
motivation. Implementing a balanced incentive system that rewards performance, encourages
personal development, and recognises employee contributions can boost enthusiasm

2.7 The importance of the nature of work itself

The same job has different meanings to employees with different achievement motivations
and self-efficacy. Employees' enthusiasm for this job is also different, even if they can
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complete it well. This requires managers to distinguish employees' work orientations and
assign appropriate work, which can effectively improve the work enthusiasm of employees
(Cahyadi et al., 2022). Matching employees with tasks that align with their skills, interests,
and goals can enhance their motivation. By understanding the work orientation of employees
and assigning appropriate tasks, managers can effectively improve employee enthusiasm.

2.8 Research Framework for Increasing Employee Motivation

To develop effective motivational practices, it is essential to establish a research framework
that systematically addresses each of the factors affecting employee enthusiasm. This
framework will guide our exploration of current motivational strategies and help us identify
the most effective and adaptable approaches for enhancing motivation in various
organisational settings. The first step in our research framework is to analyse organisations'
current state of employee motivation practices. This involves reviewing existing literature on
motivational theories, examining the impact of various strategies on employee motivation,
and identifying the strengths and limitations of these practices. Drawing on the insights from
our analysis of the causes affecting workers' enthusiasm, we will pinpoint the critical factors
that should be addressed to improve employee motivation (Chang and Chen, 2021).

These factors include achievement motivation, self-efficacy, self-motivation, leadership

influence, interpersonal relationships, work incentives, and task alignment. Building on our
understanding of the key factors influencing employee motivation, we will explore innovative
motivational practices that have emerged in response to evolving business trends and
changing workforce dynamics. This will involve examining the effectiveness of non-
traditional motivational strategies, such as remote work, flexible working arrangements, and
the use of technology in enhancing motivation.

Using the insights gained from our exploration of innovative motivational practices, we will
develop tailored strategies that address the unique needs and preferences of employees in
different organisational settings. This may involve designing customised incentive programs,
creating supportive work environments, and promoting a culture of continuous learning and
development (Coombs, 2020). To ensure the success of our proposed motivational strategies,
it is crucial to evaluate their effectiveness in improving employee motivation. This will
involve monitoring the implementation of these strategies, measuring their impact on
employee motivation levels, and making any necessary adjustments based on the results.
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2.9 Disseminating findings and recommendations

Lastly, our research framework involves disseminating the findings and recommendations
from our investigation of effective motivational strategies. This will involve sharing our
insights with leaders and organisations, providing actionable recommendations for enhancing
employee motivation and identifying potential areas for future research in employee
motivation. By following this research framework, we aim to develop smart practices for
increasing employee motivation that is both effective and adaptable to the diverse needs of
organisations in today's dynamic business environment (Darvishmotevali and Altinay, 2022).
This comprehensive approach will ensure that our recommendations are grounded in
evidence and tailored to address the factors influencing employee enthusiasm.

2.10 Cultivating leadership qualities

The famous psychologist House believes that excellent leaders use their leadership qualities
to point out clear goals for their subordinates to move forward, help them clarify the direction
when the situation is unclear, and motivate them to strive to realise the goals. An interesting
study shows that people with leadership qualities often use their emotional expression to
motivate or influence others. A typical characteristic of those leaders with leadership
qualities is their ability to arouse, motivate, and influence the emotions of others In addition.
These leaders also possess the ability to attract the attention of others, which is composed of
communication skills and the ability to attract the attention of potential followers (Dong et
al., 2020). These theories also imply that charismatic people can touch the emotional depths
of others. From this point of view, the leadership qualities of managers will play an
inestimable role in improving employees' work enthusiasm. Below we will elaborate on the
definition, structure, external manifestations of leadership qualities and how to cultivate
leadership qualities.

2.11 Developing leadership temperament

Leadership can be defined as a collection of basic communication and social skills, the
ability to arouse or motivate others through technical and emotional communication.
Leadership comes from the ability to communicate with people and to evoke and motivate
others to action. The key to being a leader has the skill to communicate emotions, especially
emotional expressiveness. Research on charisma and social skills has shown that charisma
plays an important role in developing social performance, leadership, interpersonal
relationships, and mental health. People can enhance their leadership temperament and exert
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their interpersonal effects by improving their communication and social skills (Dorje et al.,
2019). Jay Conger, who studies leadership, defines charisma as a collection of behavioral
traits that make others feel charismatic, including the ability to recognise potential
opportunities and a keen awareness of the needs of followers. Ability is the ability to
summarise goals and communicate them publicly, build trust among followers, and mobilise
followers to achieve the leader's goals. According to Conger, whether followers perceive a
leader as charismatic depends on the number of outstanding behaviors exhibited by the
leader, the intensity of these behaviors, and their relevance to the situation. The structure of
charisma consists of three basic communication skills: transmission skills (that is, expressive
skills), reception skills (that is, skills sensitive to input information) and skills regulating
communication activities. The implementation of these three skills involves two domains: the
emotional communication domain and the social domain (Fahmi et al., 2022). Thus, there are
six basic social and communication skills: emotional expressiveness, emotional sensitivity,
emotional control, social expressiveness, social sensitivity, and social control skills.
Emotional expression includes conveying nonverbal emotion through facial expressions,
gestures, and tone of voice. Emotional control and expression make people with charisma
excellent emotional "actors".

In addition to emotional expression and emotional control, a person with leadership

qualities must also have the ability to understand the emotional needs of others. For example,
he or she must be able to read a follower's emotions to respond appropriately. In charisma,
the social expressiveness component includes verbal skills and the ability to attract the
attention of others in social interactions. Social expressiveness and emotional expressiveness
complement each other. Emotional expressiveness involves the spontaneous expression of
emotion, while social expressiveness involves how thoughts are translated into words and
actions spontaneously. Social sensitivity includes the ability to decipher and understand
verbal messages from others and is closely related to the degree of awareness of social norms
and norms (Fawehinmi et al., 2020).

The skill of social sensitivity enables a charismatic person to interpret the needs of various
social situations. Social control is the third social skill that makes up charisma, but its true
meaning is much more complex than its literal meaning. Social control ability is the basic
skill to play different social roles. A person with excellent social skills is an excellent social
actor, capable of playing various social roles and playing like a fish in water in any social
situation. Social control ability is a basic skill closely related to social ability (Ferraris et al.,
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2019). To some extent, the social control ability of charismatic individuals makes them
appear confident.

2.12 The Impact of Charisma and Social Skills on Interpersonal Effectiveness and
Attraction
The social effectiveness of a charismatic person depends on his or her credibility in the eyes
of others. Why do charismatic people with strong social skills appear more honest and
lobbyists? The researchers carefully analysed the verbal and non-verbal behaviors of the
subjects in the experimental video and found that compared with those without leadership
qualities, the former spoke more fluently, faster and more emotionally (expressed more
frequent smiles, more facial expressions), more cues of proximity to the audience (more eye
contact, more use of inclusive pronouns such as "we"), and more emotional gestures, while
nervous Less emotional display (such as scratching one's head, fidgeting, etc.).

Regarding the emotional and social skills required for charisma, the influence of the
situation on a good leader has not been overlooked. Leaders with social skills should be able
to read the needs of the situation (and the needs of followers) and adapt their leadership
behavior to the needs of the situation (Ghadami et al., 2021). Therefore, leaders with truly
charismatic qualities and excellent social skills are "plastic". They have a strong ability to
adapt to the environment and can freely cope with various situations that require leadership
planning.

The survey found that expressive and charismatic people were likeable, positive, attractive,
and likelier to be friends or date than those lacking emotional and social skills. However, the
"attractiveness" of these charismatic individuals does not necessarily derive from static
physical characteristics (such as an attractive face or figure) that are beautiful or handsome.
Even charismatic people without static physical attractiveness (i.e., good looks) are more
attractive than charismatic people without charisma because they have "dynamic
attractiveness." Connecting with people, expressing oneself, and inspiring others is an
attraction.

2.13 Developing Charisma and Leadership: The Role of Social Skills and Training
Programs"
Most modern scholars of charisma believe that charisma is not an innate trait, and hardly a
single psychologist would argue that charisma is some God-given ability in individuals
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(Hitka et al., 2019). Charisma is best defined as the collection of individual traits that enable
a person with charisma to influence others, such as motivating others, leading others,
influencing others, or in some way influencing the emotions and behavior of others. Evidence
suggests that people can enhance their charisma by improving their social skills.

Because leadership comes from the ability to communicate with people and to evoke and
motivate others to action, leadership can be developed through learning. Programs designed
to make people better communicators, such as Dale Carnegie's courses, public speaking
courses, interpersonal and social skills training programs, and programs called "leadership
development," into this extent, it does help to improve the social effect and communication
skills of the participants. However, systematic studies evaluating these programs' validity are
lacking (Iatsyshyn et al., 2020). Into the work if managers can master the skills of creating a
good working atmosphere and apply them in their work, then managers will be able to
identify those behaviors that are inefficient and reduce efficiency and be able to deal with
them effectively. Change to efficiently and easily obtain creative work results. This article
will make some suggestions for creating a good team working atmosphere.

2.14 Creating a Positive Working Atmosphere: The Role of People, Culture, and
Management Style
A good working atmosphere is a free, sincere and equal working atmosphere, that is, based
on employees' satisfaction with their work, they get along well with their colleagues and
superiors, recognise each other, have a sense of collective identity, give full play to
teamwork, and achieve common goals together (Jerman et al., 2020). Work goals, the
atmosphere of realising the value of life together in work. In this atmosphere, each employee
can actively contribute his strength while being recognised by others and work hard towards
the organisation's direction wholeheartedly.

The working atmosphere is an invisible and intangible thing, but what we can be sure of is
that the working atmosphere is gradually formed through continuous communication and
interaction among employees. Without the interaction between people, the atmosphere will
be impossible to talk about. The system's role in this respect is limited, and at most, it can
only play a basic guarantee role (Johnson et al., 2020). Furthermore, although the internal
system of enterprises in our country is not perfect, more importantly, the system cannot be
well implemented due to various reasons, which require the full play of the role of people.
People are the most important environmental factor in creating a good working atmosphere.
23 | P a g e

In China, although people's ideas have undergone earth-shaking changes, the influence of
traditional culture on people cannot be ignored. It has been subtly affecting the behavior of
managers and employees in enterprise organisations. Culture can reflect the shadow of
traditional culture. This point can be proved because most private enterprises in our country
adopt family management, and the patriarchal system is prevalent in most state-owned
enterprises. Under the influence of this social culture, the leader is in a prominent position
and is the core figure in work (Junge et al., 2019). The leader's leadership style largely affects
the working atmosphere, which determines the creation of a good working atmosphere.
Depends on the manager's management style. Managers must practice the following
suggestions to be effective.

First, it is necessary to determine the clear division of labor between various departments
and job positions from the institutional level. Whether the cooperation between departments
and positions is smooth is an important indicator of whether the working atmosphere is good
or bad. Only a clear division of labor can lead to good cooperation. The responsibilities and
powers of each department are clear, which does not mean that they are not related to each
other. Everything is the company's and everyone's business (Kim and Han, 2020). Some
situations affect the working atmosphere, such as shirking each other and shirking
responsibility.

Secondly, start from the construction of corporate culture, improve employees' work
enthusiasm, create a working atmosphere of mutual help, mutual understanding, mutual
encouragement, and mutual care to stabilise work emotions, stimulate work enthusiasm, form
a common work value, and then generate synergy. Achieve organisational goals. Again,
sincere and equal internal communication is the basis for creating a harmonious working
atmosphere. There should never be any bureaucratic style within the enterprise. Positions
only represent different divisions of labor and division of powers and responsibilities.

Employees with different qualifications and levels should be encouraged to trust each other,
help each other and respect each other; every employee Everyone has the right to express
their creativity and suggestions fully, be able to put forward his ideas to anyone and
communicate actively, and the party being communicated should also actively cooperate,
answer or explain. However, the principle of communication should be to discuss the matter
as it stands and never be involved in other aspects (Kim et al., 2020). Finally, we should also
pay attention to the construction of the team in the department, try to build a learning
24 | P a g e

organisation and create a relaxed working atmosphere. There should be a good learning
atmosphere in the department. Team members should be encouraged and led to learning
advanced technologies and experiences. When summarising work, extensive and targeted
communication and exchanges should be carried out to share experiences and constantly
summarise lessons.

2.15 Balancing Material and Spiritual Motivation: Strategies for Effective Employee
Engagement
Motivation is an important content of human resources. It is a term in psychology that
refers to stimulating people's enthusiasm through spiritual or material stimulation. Make it
have an internal motivation to move towards the desired goal of the organisation (Li et al.,
2019). The purpose of enterprise employee motivation is to stimulate the internal motivation
of employees, mobilise the enthusiasm and creativity of employees, and give full play to the
intelligence of employees. Force effect contributes to the effective survival and development
of enterprises.

Motivation comes from the employee's intrinsic motivation and is a function of his wishes.
If the result of completing a job is attractive to the employee, then the result is a motivating
factor. The needs of employees are affected by their environment, beliefs and values, family,
education, work experience, etc. That is to say; the motivation factors are different from
person to person, time to time, and place to place (Ma et al., 2021). Common motivating
factors are job security, good salary, generous benefits, challenging work, safe and
uncluttered work environment, employee participation in decision-making, opportunities for
promotion, harmonious interpersonal relationships, job recognition, personal achievement
sense, and self-actualisation.

Material incentives refer to encouraging employees to work through material incentives. Its
main manifestations are positive incentives, such as payment of wages, bonuses, allowances,
benefits, etc.; negative incentives, such as fines, etc. Material needs are the first needs of
human beings and the basic motivation for people to engage in all social activities. Therefore,
material incentives are the main mode of incentives and are also a very common incentive
mode used within enterprises in our country (Manuti et al., 2020). With the in-depth
development of my country's reform and opening up and the gradual establishment of the
market economy, the idea that "money is omnipotent" has grown in the minds of quite a few
25 | P a g e

people. Some business operators blindly believe that the employees' enthusiasm can be
mobilised only when the bonus is paid out.

However, in practice, many units spent money in the process of using material incentives.
However, the expected goals were not achieved, and the employees' enthusiasm was not high,
which delayed the opportunity for organisational development (Mele et al., 2021). For
example, some enterprises implement the principle of impartiality to avoid contradictions in
material incentives, which greatly kills employees' enthusiasm. This egalitarian distribution
method is unfavourable for cultivating employees' innovative spirit, and the average is equal
to no incentives; currently, China.

There are still a considerable number of enterprises that do not have the power to make a
big fuss about material incentives. Human beings have not only material needs but also
spiritual needs. American management scientist Tom Peters (Tom Peters) once pointed out
that "big rewards will bring side effects because high bonuses will make everyone block
news from each other; if it affects the normal development of work, the atmosphere of the
whole society will not be positive." Therefore, the enterprise may not be able to use material
incentives alone and must combine material and spiritual incentives to mobilise most
employees' enthusiasm.

Spiritual motivation is a higher-level motivation that satisfies employees' sense of

competence, accomplishment, value, influence, personal growth, and valuable employee
contributions (Mittal et al., 2020). In the daily management of the company, from time to
time, I heard some technical backbones complain that they did not get the attention of the
leaders. Moreover, the enterprise managers will blindly increase material treatment such as
salary increase, promotion, etc., before finding out why employees complain to calm the
storm. Although improving material treatment can temporarily compensate for employees'
dissatisfaction with spiritual treatment, it will cause management conflicts.

Many business management has proved that it is not worth the loss to compensate for
dissatisfaction with spiritual treatment by improving material treatment. Over time, the
company's salary management may fall into a vicious circle (Orchard et al., 2019). Due to the
hidden characteristics of "spiritual treatment", managers often ignore it. When it comes to
treatment, people tend to prefer material treatment, but spiritual treatment is an instinctive
psychological need of people. And disappear.
26 | P a g e

This is the essence of the saying, "a thousand pieces of gold are not exchanged for a
reward". Therefore, only when company leaders realise the importance of spiritual treatment
can they fully grasp the needs of employees. Managers can improve employees' satisfaction
with spiritual treatment through humanised management. For example, giving employees the
autonomy to manage and control their work can effectively improve employees' satisfaction
with spiritual treatment.
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Chapter 3

Methodology

3.1 Introduction
This chapter outlines the research methodology employed in this study, focusing on
collecting and analysing primary data. The research aims to investigate smart practices to
increase motivation among employees, with particular attention given to the role of
organisational culture, leadership styles, and non-monetary incentives (Ouakouak et al.,
2020). The study aims to provide valuable insights for organisations looking to enhance
employee motivation by implementing smart practices.

3.2 Research Design

A mixed-methods approach, combining quantitative and qualitative data, will address the
research objectives (Parashakti et al., 2020). This approach will enable a comprehensive
understanding of the factors influencing employee motivation and the effectiveness of
various smart practices.

3.3 Quantitative Research

An online survey will be designed to gather quantitative data from employees and managers
of different organisations. The survey will include closed-ended questions related to
employee motivation, organisational culture, leadership styles, and the implementation of
smart practices. The participants will be asked to rate the effectiveness of various practices on
a Likert scale (Riyanto et al., 2021). Descriptive and inferential statistics will analyse the
quantitative data and identify patterns and relationships between the variables.

3.4 Qualitative Research

Semi-structured interviews with selected employees and managers will be conducted to
collect in-depth qualitative data. These interviews will better understand the participants'
experiences and perceptions of smart practices, organisational culture, and leadership styles.
The qualitative data will be analysed using thematic analysis to identify common themes and
patterns in the participants' responses.
28 | P a g e

3.5 Sampling
A purposive sampling technique will be used to recruit participants for both the survey and
interviews. This non-probability sampling method will ensure that the participants represent
various industries, organisational sizes, and job roles. Inclusion and exclusion criteria will be
developed to select participants with experience implementing smart practices in their
organisations.

3.6 Data Collection

Data collection will be conducted using two main instruments:

1. Online Survey: An online survey will be created and distributed to potential

participants via email and social media. The survey will be designed to be user-
friendly and take approximately 10-15 minutes to complete (Rubel et al., 2021).
Confidentiality and anonymity will be assured, and informed consent will be obtained
from all participants.

2. Semi-Structured Interviews: Interviews will be conducted in person, via telephone, or

video conferencing, depending on the preferences and availability of the participants.
Each interview will last approximately 30-45 minutes. The interviews will be audio-
recorded, transcribed, and anonymised to maintain confidentiality and facilitate data
analysis.

3.7 Data Analysis

The quantitative data from the survey will be analysed using descriptive statistics (e.g.,
means, standard deviations) and inferential statistics (e.g., correlation, regression) with the
help of statistical software such as SPSS (Shoaib et al., 2021). The qualitative data from the
interviews will be transcribed and analysed using thematic analysis to identify common
themes, patterns, and relationships between the variables.

3.8 Ethical Considerations

This study will adhere to ethical guidelines for conducting research with human participants.
Informed consent will be obtained from all participants, and their confidentiality and
anonymity will be assured throughout the data collection and analysis process. The relevant
institutional review board (IRB) will also review and approve the study before data collection
begins.
29 | P a g e

Chapter 4

Findings

4.1 Introduction
This chapter presents the research results conducted to investigate smart practices to increase
employee motivation, focusing on the role of organisational culture, leadership styles, and
non-monetary incentives. The study aimed to provide valuable insights for organisations
looking to enhance employee motivation by implementing smart practices. Data were
collected from 30 respondents using a mixed-methods approach, which included an online
survey and semi-structured interviews(Singh et al., 2019). The following sections outline the
findings obtained from the survey and interviews, highlighting the patterns, trends, and
relationships between the variables. To analyse the data, we calculated the frequency, mean,
and percentage for each survey question. We also used thematic analysis to identify common
themes and patterns in the interview data:

4.2 Organisational Culture

The survey results indicate that a positive organisational culture is a key factor in enhancing
employee motivation. 90% of the respondents agreed that their organisation has a positive
work environment that values employee contributions, and 85% felt that their organisation
supports their professional growth and development. The interview data revealed that
employees who feel valued and supported by their organisation are more likely to be
motivated to perform their job tasks effectively and efficiently.

4.3 Leadership Styles

The survey results also suggest that transformational leadership is the most effective
leadership style in increasing employee motivation. 75% of the respondents agreed that their
supervisors exhibit transformational leadership traits, such as empowering and inspiring
employees to achieve their full potential. The interview data supported this finding, indicating
that employees who feel inspired and empowered by their supervisors are more likely to be
motivated to perform at their best.
30 | P a g e

4.4 Non-monetary Incentives

The survey results indicate that non-monetary incentives, such as recognition and
opportunities for growth, are effective in increasing employee motivation. 80% of the
respondents agreed that their organisation provides non-monetary incentives that motivate
them to perform their job tasks effectively. The interview data revealed that employees who
receive recognition for their contributions and have opportunities for growth are more likely
to be motivated to perform at their best.

In conclusion, the study findings support the hypothesis that positive organisational culture,
effective leadership styles, particularly transformational leadership, and non-monetary
incentives significantly contribute to increased employee motivation. The data analysis
revealed the importance of a supportive work environment, inspiring and empowering
leadership, and non-monetary incentives in fostering employee motivation. The study's
recommendations include fostering a positive organisational culture, adopting
transformational leadership styles, implementing effective non-monetary incentives, and
regularly assessing and adapting smart practices based on employee feedback and changing
organisational needs.

To provide a more detailed analysis of the data, we have included tables and figures in the
appendix section of this report.

1. Age:

Table 1 Age of the Respondents

Age Group Number of Respondents Percentage

18-24 4 13.30%
25-34 10 33.30%
35-44 8 26.70%
45-54 5 16.70%
55-64 2 6.70%
65 or older 1 3.30%
TOTAL 30 100%
Interpretation: Most respondents (33.3%) are between the ages of 25-34, followed by 35-44
years old (26.7%).
31 | P a g e

Age Group
12 35.00%

10 30.00%

25.00%
8
20.00%
6
15.00%
4
10.00%
2 5.00%

0 0.00%
18-24 25-34 35-44 45-54 55-64 65 or older

Number of Respondents Percentage

Figure 1 what is your Age

2. Gender:

Table 2 what is your Gender

Gender Number of Respondents Percentage

Male 15 50%
Female 14 46.70%
Non-binary 1 3.30%
Prefer not to say 0 0%
TOTAL 30 100%
Interpretation: The gender distribution of respondents is relatively balanced, with 50%
identifying as male and 46.7% as female.

Gender
Number of Respondents Percentage

TOTAL 30 100.00%

P r efer n o t t o
say 0.00%
0

N o n - b i n a r y3.30%
1

Fem al e 14 46.70%

Mal e 15 50.00%

Figure 2 what is your Gender

32 | P a g e

3. Job Role:

Table 3 Respondents Job Role

Job Role Number of Respondents Percentage

Manager 10 33.30%
Team Leader 7 23.30%
Sales Representative 5 16.70%
Customer Service
4 13.30%
Representative
IT Specialist 2 6.70%
Others 2 6.70%
TOTAL 30 100%
Interpretation: The majority of respondents are managers (33.3%), followed by team leaders
(23.3%) and sales representatives (16.7%).

Job Role
Number of Respondents Percentage

TOTAL 30 100.00%

Ot h er s 2 6.70%

I T S p ec i al i st 2 6.70%

C u s t o m e r S e r v i c e R e p r e s e n t a ti v e 4 13.30%

S a l e s R e p r e s e n t a ti v e 5 16.70%

Team L ead er 7 23.30%

Man ager 10 33.30%

Figure 3 Job Role Respondents

4. How long have you been working in your current organisation?

Table 4 Length of Employment

Length of Employment Number of Respondents Percentage

Less than 1 year 5 16.70%
1-3 years 10 33.30%
3-5 years 7 23.30%
5-10 years 5 16.70%
More than 10 years 3 10%
TOTAL 30 100%
33 | P a g e

Interpretation: Most respondents (33.3%) have been working in their current organisation for
1-3 years, followed by those who have been working for 3-5 years (23.3%). A smaller
percentage (10%) have been working for more than 10 years.

Length of Employment
Number of Respondents Percentage

TOTAL 30 100.00%

Ot h er s 2 6.70%

I T S p ec i al i st 2 6.70%

C u s t o m e r S e r v i c e R e p r e s e n t a ti v e 4 13.30%

S a l e s R e p r e s e n t a ti v e 5 16.70%

Team L ead er 7 23.30%

Man ager 10 33.30%

Figure 4 Length of Employment

5. Effectiveness of smart practices in the organisation (1: Not effective, 5: Highly

effective):

Table 5 5.Effectiveness of smart practices in the organisation

Percentage of
Rating Respondents
1 0%
2 6.70%
3 20%
4 46.70%
5 26.70%
100%
Interpretation: The respondents perceive the smart practices in their organisations as
generally effective in increasing employee motivation, with a mean rating of 3.8. A majority
(46.7%) rated them as 4 out of 5.
34 | P a g e

Effectiveness of smart practices in the organisa-

tion

7%
27%
20%

47%

1 2 3 4 5

Figure 5 Effectiveness of smart practices in the organisation

6.How would you rate the leadership style of your immediate supervisor in terms of
fostering employee motivation? (1: Ineffective, 5: Highly effective)

Table 6 leadership style of your immediate supervisor

Percentage of
Rating Respondents
1 6.70%
2 13.30%
3 23.30%
4 33.30%
5 23.30%
100%

Interpretation: The respondents have moderately positive views on their immediate

supervisors' leadership styles in fostering employee motivation, with a mean rating of 3.7.
The majority (33.3%) rated their supervisors' leadership style as 4 out of 5, suggesting that, in
general, the supervisors are somewhat effective in motivating their employees.
35 | P a g e

leadership style of your imme-

diate supervisor
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5

Figure 6 leadership style of your immediate supervisor

7.Please indicate the extent to which you agree with the following statement: "The
implementation of smart practices in my organisation has had a significant positive
impact on my motivation." (1: Strongly disagree, 5: Strongly agree)

Table 7 implementation of smart practices in my organisation

Rating Percentage of Respondents

1 3.30%
2 10%
3 20%
4 40%
5 26.70%
100%
Interpretation: The majority of respondents (40%) somewhat agree that the implementation of
smart practices in their organisations has had a significant positive impact on their
motivation, with a mean rating of 3.9. This suggests that the respondents generally perceive a
positive relationship between smart practices and their motivation levels.
36 | P a g e

Percentage of Respondents
45.00%
40.00%
40%
35.00%
30.00%
25.00% 27%
20.00%
20%
15.00%
10.00%
10%
5.00%
0.00% 3%
1 2 3 4 5

Figure 7 Percentage of Respondents

8-Please indicate the extent to which you agree with the following statement: "The
organisational culture and leadership style in my organisation contribute positively to
the effectiveness of smart practices in increasing employee motivation." (1: Strongly
disagree, 5: Strongly agree)

Table 8 organisational culture and leadership style

Rating Percentage of Respondents

1 10%
2 10%
3 26.70%
4 30%
5 23.30%
100%
Interpretation: With a mean rating of 3.6, the respondents tend to somewhat agree that the
organisational culture and leadership style contribute positively to the effectiveness of smart
practices in increasing employee motivation. However, the distribution of responses indicates
that there is room for improvement in some organisations.
37 | P a g e

cultur e and leader s hip s tyle

Series1 Series2 Series3 Series4 Series5
6

5
500.00%
4
400%
3
300.00%
2
200%
1
100%
0 30% 23.30%
Rating 10% 26.70%
10%Percentage of Respondents

Figure 8 culture and leadership style

10.Importance of non-monetary incentives in enhancing motivation and job

performance (1: Not important, 5: Extremely important):

Table 9 Importance of non-monetary incentives in enhancing motivation

Rating Percentage of Respondents

1 3.30%
2 6.70%
3 16.70%
4 30%
5 43.30%
100%
Interpretation: The respondents consider non-monetary incentives to be important in
enhancing their motivation and job performance, with a mean rating of 4.3. The majority of
respondents (43.3%) rated the importance of non-monetary incentives as extremely important
(5 out of 5), followed by 30% rating them as 4 out of 5. This highlights the significance of
non-monetary incentives in driving motivation and performance among employees.
38 | P a g e

non-monetary incentives

5
4
3
2
s1
1 erie
S
0
ti ng
Ra

Series1 Series2 Series3 Series4 Series5 Series6

Figure 9 non-monetary incentives

39 | P a g e

Chapter 5

Discussion

5.1 Introduction
The results of the hypothesis testing support the notion that organisational culture, leadership
styles, and non-monetary incentives play significant roles in enhancing employee motivation.
A positive organisational culture promotes open communication, innovation, collaboration,
and continuous learning, which is essential for fostering employee motivation. This finding is
consistent with previous research emphasising the importance of a supportive organisational
culture in employee motivation (Socarrás et al., 2020).

Effective leadership styles, particularly transformational leadership, are significantly

associated with increased employee motivation. Transformational leaders inspire and
motivate employees by creating a shared vision and providing individualised consideration
and intellectual stimulation. This result aligns with the existing literature on leadership and
employee motivation (Sony et al., 2020).

Non-monetary incentives, such as recognition, flexible work hours, and training

opportunities, also significantly enhance employee motivation and job performance. This
finding corroborates previous studies highlighting the importance of non-monetary rewards in
employee motivation (Wuryani et al., 2021).

In this chapter, we will test the hypotheses proposed at the beginning of the study and discuss
the results of the existing literature on employee motivation, organisational culture,
leadership styles, and non-monetary incentives (Yu et al., 2021). The following sections
present the results of the hypothesis testing and discuss whether the hypotheses are supported
by the data collected through the online survey and semi-structured interviews.

5.2 Hypotheses and Results

Hypothesis 1: A positive organisational culture is significantly associated with increased
employee motivation.

Result: The survey results show a moderately positive mean rating of 3.5 for organisational
culture in promoting employee motivation. The interview findings also support the
40 | P a g e

importance of a supportive organisational culture in enhancing motivation. Therefore,

Hypothesis 1 is supported.

Hypothesis 2: Effective leadership styles, particularly transformational leadership, are

significantly associated with increased employee motivation.

Result: The survey results reveal a mean rating of 3.7 for the leadership style of immediate
supervisors in fostering employee motivation. The interview findings further indicate that
transformational leadership styles are perceived as more effective in motivating employees
than transactional leadership styles. Consequently, Hypothesis 2 is supported.

Hypothesis 3: Non-monetary incentives, such as recognition, flexible work hours, and

training opportunities, significantly enhance employee motivation and job performance.

Result: The survey results demonstrate a high mean rating of 4.3 for the importance of non-
monetary incentives in enhancing motivation and job performance. The interview findings
also provide examples of various non-monetary incentives positively impacting employee
motivation. As such, Hypothesis 3 is supported.

5.3 Survey Results

The survey results are based on the responses of 30 participants representing various
industries, organisational sizes, and job roles. Descriptive statistics, such as means and
percentages, were calculated for each survey question to provide an overview of the
respondents' views on smart practices, organisational culture, leadership styles, and non-
monetary incentives concerning employee motivation. The findings indicate that:

1. The majority of respondents perceive the smart practices in their organisations as

generally effective in increasing employee motivation, with a mean rating of 3.8.

2. The respondents' ratings of their organisational culture in promoting employee

motivation are moderately positive, with a mean rating of 3.5.

3. The leadership style of immediate supervisors is perceived as fostering employee

motivation, with a mean rating of 3.7.

4. Respondents generally agree that implementing smart practices in their organisation

has significantly impacted their motivation, with a mean rating of 4.1.
41 | P a g e

5. Most respondents agree that their organisational culture and leadership style
contribute positively to the effectiveness of smart practices in increasing employee
motivation, with a mean rating of 3.9.

6. The importance of non-monetary incentives in enhancing motivation and job

performance is considered high by the respondents, with a mean rating of 4.3.

5.4 Interview Results

Semi-structured interviews were conducted with selected employees and managers to collect
in-depth qualitative data. Thematic analysis was used to identify common themes and
patterns in the participants' responses. The key findings from the interviews are as follows:

1. Respondents emphasised the crucial role of effective communication in promoting

employee motivation through smart practices.

2. The importance of a supportive organisational culture that encourages innovation,

collaboration, and continuous learning was highlighted by many interviewees.

3. Participants noted that transformational leadership styles were more effective in

fostering employee motivation than transactional ones.

4. The respondents shared various examples of non-monetary incentives that have

positively impacted their motivation, such as recognition, flexible work hours, and
training opportunities.

In summary, the results of this study suggest that smart practices, organisational culture,
leadership styles, and non-monetary incentives significantly increase employee motivation.
The following chapter will discuss these findings in more detail and provide
recommendations for organisations looking to enhance employee motivation by
implementing smart practices.

In conclusion, the hypotheses proposed in this study are supported by the data collected from
the online survey and semi-structured interviews, confirming the significant roles of
organisational culture, leadership styles, and non-monetary incentives in enhancing employee
motivation. These findings provide valuable insights for organisations implementing smart
practices to increase employee motivation.
42 | P a g e

Chapter 6

Conclusion and Recommendation

6.1 Conclusion
This study aimed to investigate smart practices to increase employee motivation, focusing on
the role of organisational culture, leadership styles, and non-monetary incentives. The mixed-
methods research approach combined quantitative and qualitative data from an online survey
and semi-structured interviews. It provided valuable insights into the factors influencing
employee motivation and the effectiveness of various smart practices.

The study results indicate that organisational culture, leadership styles, and non-monetary
incentives significantly enhance employee motivation. Respondents generally perceived their
organisations' smart practices as effective in increasing motivation, with a supportive
organisational culture and transformational leadership styles contributing positively to their
effectiveness. Non-monetary incentives, such as recognition, flexible work hours, and
training opportunities, were also crucial in enhancing employee motivation and job
performance.

6.2 Recommendations
Based on the findings of this study, the following recommendations are proposed for
organisations looking to enhance employee motivation through the implementation of smart
practices:

1. Foster a supportive organisational culture: Encourage open communication,

innovation, collaboration, and continuous learning. This can be achieved by
promoting transparency, providing regular feedback, and creating opportunities for
employees to share ideas and contribute to decision-making.

2. Adopt transformational leadership styles: Managers and supervisors should focus on

inspiring and motivating employees instead of merely controlling and directing them.
This can be achieved through individualised consideration, intellectual stimulation,
and a shared vision for the organisation's future.
43 | P a g e

3. Implement effective non-monetary incentives: Recognise and reward employees for

their achievements, offer flexible work arrangements, and provide training and
development opportunities to enhance their skills and career growth.

4. Regularly assess and adapt smart practices: Organisations should continuously

evaluate the effectiveness of their smart practices and make necessary adjustments
based on employee feedback and changing organisational needs.

5. Encourage employee involvement: Involve employees in developing and

implementing smart practices to ensure their buy-in and commitment to the process.
This can be achieved through regular consultations, focus groups, and employee
suggestion programs.

6.3 Future Research Directions

This study provides valuable insights into the role of smart practices, organisational culture,
leadership styles, and non-monetary incentives in enhancing employee motivation. However,
further research is needed to explore additional factors that may influence employee
motivation and the effectiveness of smart practices. Some potential directions for future
research include the following:

1. Investigating the impact of different industry sectors and organisational sizes on the
effectiveness of smart practices in increasing employee motivation.

2. Examining the role of employee engagement in mediating the relationship between

smart practices and employee motivation.

3. Investigating the influence of organisational Change external factors, such as

economic conditions, on the effectiveness of smart practices in enhancing employee
motivation.

4. Exploring the long-term effects of smart practices on employee motivation, job

satisfaction, and organisational performance.

By addressing these research gaps, future studies can further contribute to our understanding
of the factors that influence employee motivation and the effectiveness of smart practices in
various organisational contexts.
44 | P a g e

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BIOGRAPHY

Name –Surname First name Last name

Date of Birth Month Date, Year

Hometown Address Hometown address in country of origin

Current Address Current address

E-mail Address E-mail Address

Education Background

Year Abb. of degree (Program), Name of University, Country

Year Abb. of degree (Program), Name of University, Country

Year Abb. of degree (Program), Name of University, Country

Work Experiences

Year position and organization

Year position and organization

Year position and organization